...1) How has Cirque structured and supported its cast to deliver superior performance? Vertical Coordination – all management centered at Montreal HQ. Organization built around charismatic leader – Laliberte. Strategic vision mostly set by Laliberte. HQ is sometimes distant from the touring groups. Shows conceived/designed in Montreal. Directors visit to check the show is being performed as designed (protect the brand and guard the concept). Division of Labor by Product (tours) e.g. Dralion, Quidam, etc and within each tour by function – artists (acrobats, gymnasts), support staff (IT, technical, logistics) and management/marketing/sales. Structural configuration per Mintzberg- Divisionalized Form – each tour quasi-autonomous unit consisting of artists, support staff, etc. HQ on the top giving its brand name. Deliver superior performance: start with HRM – Hire the Right people (appropriate abilities – talent, desire to grow/develop, ability to bring something to the show), investing in the people (language classes, learn from the experts, etc), promote diversity (hire the best from all over the world). Casting Director understood - Cirque grows by providing growth to artists. Built successful teams by selecting people who support each other. Mutual interdependence. Stretch artists to grow by learning from each other, borrowing from different art forms, performing in a Multi-Cultural environment. Uncensored newsletter - develop trust, openness, forms deep friendships between team...
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...Cirque du Soleil began in the early 1980s with founder Guy LaLiberte and Gilles St Croix. The city of Quebec granted LaLiberte $1.5 million to host a massive production for Quebec's 450th anniversary celebration of Jacques Cartier's discovery of Canada. Although initially set out to be a one time production, LaLiberte was able to get a 2nd year of funding and took the show on the road to other parts of Canada. Despite continuing financial struggles, a leap of faith led the show to the LA Arts Festival in 1987, where an overwhelming positive response helped push international expansion Since the 1980s, Cirque du Soleil shows have impressed its audiences by integrating the fine arts into circus and has lived up to the tagline “we reinvent the circus.” Because of its ability to branch out from the typical circus show and into the world of fine arts, Cirque has been able to reach new target audiences. Cirque du Soleil call Las Vegas it’s current home, but continues to perform for audiences worldwide. Currently, Cirque du Soleil generates over $800 million annually. It’s continued success is due to strong creative direction in a market that is solely theirs. Cirque has created it’s own niche market that cannot be compared to any other performance, whether in the circus industry or in the fine arts. Its combination of the arts and circus along with the elimination of using animals has led to consumers paying a price premium to see a Cirque du Soleil show rather than watching a much...
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...IT at Cirque du Soleil May 28,2014 1. Describe how IT supports the touring show life cycle (from creation through performance). What is interesting is that Cirque du Soliel when boiled down is just a circus. When people think of a circus as the Vice President of Information Technology and Knowledge management Danielle Savoie points out technology is not generally used, but Cirque du Soliel revamps the image and makes it completely unique. In touring show life, information technology is very important because first of all it is a time saver, which is incredibly important when the show is on a schedule. When people are about to go perform they have to have very quick makeup and dress changes or else the entire show is off schedule, which can result in a disaster. One situation that really saves time due to IT is the make up. Putting on the make up used to take an hour and that was with several make up artists working on one person. With IT, the artists save not just time, but they get an opportunity to work on more than one person. The article even mentions that the performers can do their own make up, which saves even more time. The make up artists use a program that breaks down each performer and what they are wearing as well as how his or her make up is done. The program also keeps the measurements in the computer as well, which really helps with costume changes and alterations. Another way IT helps is to market the production and show people what Cirque du Soliel...
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...Since 1984 Guy Laliberté has been building Cirque du Soleil, an artistic circus that has amazed thousands of people in hundreds of towns. Cirque has worked hard on keeping their strengths unbeatable and weaknesses miniscule. In the process of making their weaknesses turn into strengths they have taken advantage of many opportunities available to them. Cirque has done so well at expanding their horizon is it difficult to find opportunities they have not taken advantage of; so, where will they go from here? They do have a few threats; yet even these do not seem to injury Cirque du Soleil. They may need to watch negative media attention and keep founder Laliberté under wraps. Although with Cirque’s popularity, little will affect this strong company that takes advantage of all opportunities and turns their weaknesses into strengths. Cirque du Soleil: The Circus of the Sun Shines 1. Mission Statement: Invoke, provoke and evoke the imagination, the senses and the emotions of people around the world. 2. Organizational strengths/weaknesses a) Strengths i. Unique: Cirque Du Soleil, French for Circus of the Sun, was founded in 1984 by Guy Laliberté in Baie-Saint-Paul, Canada for the 450th anniversary of Canada’s’ discovery celebration in Quebec City. (Roux, 2009) Cirque du Soleil now boasts 5 offices around the world: Amsterdam, Las Vegas, Singapore, and the headquarters in Montreal. The show that provides the audience with a mix of circus...
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...com/viewpaper/201127.html Cirque Du Soleil is a company that has built its success on its ability to be creative and innovative. It has successfully developed a new market and continued to expand on that market. This makes Cirque Du Soleil an example of a company that has creativity and innovation at its base. The following paper will focus on Cirque Du Soleil as a creative and innovative company. It will consider its product and creative strategy. It will look at the structure of the company and how this enhances creativity. Finally, it will look at the threats facing Cirque Du Soleil and what the company can do to ensure its ongoing success. Cirque Du Soleil's product is a performing circus. The basis of the company is a show combining music, dance, and theater. The show uses acrobats, gymnasts, clowns, and other performers. The show also uses a type of music based on a created language. The purpose of the music is to transcend cultural boundaries and make the show accessible to everyone. The company's show is also multicultural in nature. It is designed to reach the widest audience possible. This is done by using the music that is not based on any real language. It is also done by using performers from around the world. The company is global and shows are performed throughout the world. Cirque Du Soleil has also expanded into other areas. This has included releasing two films and a television special. This has also included ventures in publishing and merchandising. Cirque Du Soleil also...
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...Research Report on Cirque du Soleil Julien Lallement ISEG Business School 5 Group2C January 10, 2012 Human Resources Management, Pr. Michelle K. Duffy, Phd ABSTRACT This final research report relating to the Human Resource course will be focused on the Cirque du Soleil business case discovered in class. In a first part we will develop and articulate the Cirque du Soleil HR portfolio. This part will also relates the company values and core competencies. The first part will be concluded by a series of recommendation discussed during the group presentation provided in class The second part of the report will focus on the strategy developed and used by Cirque du Soleil in order to reach the success. This strategy called Blue Ocean strategy will be in a first part detailed to the Cirque Case and then we will see in a second part where this concept can be applicable or if it was already applied and by which industry. A bibliography will be added at the end of the document. SUMMARY I. Development and Articulation of Cirque du Soleil HR portfolio . . . . . . . . . . . . . . 4 a. Company Presentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 b. Human Resources Management related issues. . . . . . . . . . . . . . . . . . . . . . . . . .5 c. Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 II. Application of Cirque du Soleil concept to other...
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...TLFeBOOK Blue Ocean Strategy Blue Ocean Strategy How to Create Uncontested Market Space and Make the Competition Irrelevant H A R VA R D B U S I N E S S S C H O O L P R E S S BOSTON, MASSACHUSETTS ( ) ( ) ( ) ( ) ( W. Chan Kim Renée Mauborgne Copyright 2005 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America 09 08 07 06 05 5 4 3 2 1 No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@hbsp.harvard.edu, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. Library of Congress Cataloging-in-Publication Data Kim, W. Chan. Blue ocean strategy: how to create uncontested market space and make the competition irrelevant / W. Chan Kim, Renée Mauborgne. p. cm. Includes bibliographical references and index. ISBN 1-59139-619-0 (hardcover: alk. paper) 1. New products. 2. Market segmentation. I. Mauborgne, Renée. II. Title. HF5415.153.K53 2005 658.8 02—dc22 2004020857 The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Publications and Documents in Libraries and Archives Z39.48–1992 To friendship and to our families, who make our worlds...
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...ANALYSIS The article in Harvard Business Review, Blue Ocean Strategy written by W. Chan Kim and Renee Mauborgne, gives an insight to how Cirque du Soleil has implemented a Blue Ocean Strategy when creating its business. This article provides examples for examining alternative purposes and approaches of Blue Ocean Strategies. It appraises the benefits that a Blue Ocean Strategy brings a company by expanding its growth and profit in a much faster speed. It achieves these benefits by creating new market space and making competition irrelevant. The analysis of Blue Ocean Strategy focuses on creating new markets and industries. Its methodology is to compare the Red Ocean Strategy with the Blue Ocean Strategy. The comparison gives detail to the most important difference between the two strategies, which is the market they target. While a Red Ocean Strategy is referring to an industry that is already well established in the market place and pretty much has attained its peak in popularity. In this Red Ocean Strategy if you were to come in as a new business it would be to compete at the same level and perhaps just trying to outperform your competitor in order to take a share of the demand already in existence for that industry. But, when talking about the Blue Ocean Strategy, the ideology gives a 360 degree shift. In a Blue Ocean Strategy the demand is created by introducing something completely new. You produce a new business which has not been introduced before and therefore,...
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...existing markets are well defined. When all the variables are known and equally effect the players in the market, all players think somewhat the same thing and generate close strategies like in the game theory /prisoners dilemma. Generally, their options are in between differentiation and low cost. Either way companies fac e ruthless competition, slightly differentiated offerings with minimal costs. This environment is the hardest to survive while the demand for known markets are not increasing. On the other hand there some companies that are not suffering by the ultimate competition even they are not in a monopoly. They explored and defined new markets that only they can fit in with the blue ocean strategy. In this case, famous Cirque du Soleil achieved Demand for circus was decreasing and this company has to do something as others in the market. Instead of lowering the costs or differentiating themselves with traditional ways they differentiated the market from a classical circus to a something offers an artistic value. They took some shows out which were costly but not demanded anymore and added some values to the circus that could attract even older people and generate higher profit. They are more than a circus right now more close to theater or other performing arts. The idea behind the blue ocean is simple. Companies could reject the traditional trade-off between low cost and differentiation strategies then find some changes that can reduce cost but create...
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...Gothic/Horror The horror genre has a huge impact on its audience with characteristics that are recognisable through generic techniques and features used in the various horror texts. In Van Helsing; a film directed by Stephen Sommers, Cirque Du Freak, a novel written by Darren Shan, and Thriller, a song by Michael Jackson, many horror gothic features and techniques are applied and are easily recognised to help anyone understand the horror genre more clearly. It is usual in horror texts for there to be a conflict between good and evil characters, dark and spooky settings, and a suspenseful build-up that causes tension for the audience and makes them wonder what might happen next. Van Helsing is about a troubled man who dedicates his life to rid the world of evil forces as he tries to hunt down the unanswered questions of his past. He finds himself on a quest in Transylvania to kill Dracula and prevent the continuation of his kind, along with Anna, a brave woman whose family has been killed by vampires for over 400 years. Dracula is a powerful and dangerous character who is immediately regarded as the antagonist from his first word, “success!” It is enhanced by a loud boom of thunder to create shock and an element of excitement for the audience and marks Dracula as a threatening and frightening character. Monstrosity is likewise displayed through Frankenstein’s character when we are introduced to him. We are given three close-up shots of his eyes, hand, and yelling mouth which...
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...Blue Ocean Strategy: Article Summary Abstract The Blue Ocean Strategy (BOS) is a business strategy about capturing uncontested market space, thereby making competition irrelevant. The corner-stone of BOS is 'Value Innovation'. A blue ocean is created when a company achieves value innovation that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market. The "ocean" in the title refers to the market or industry: • Blue Oceans are untapped and uncontested market, which provides little or no competition for anyone who would dive in, since the market is not crowded. • Red Oceans, on the other hand, refers to a saturated market where there are fierce competitions, already crowded with companies providing the same type of services, producing the same kind of goods. The idea is to do something different from everyone else, produce something that no one has yet seen, thereby creating a blue ocean. Blue Ocean Strategy: Article Summary BOS explains that rather than competing within the confines of existing industry or trying to steal customers from rivals (Red Ocean Strategy), uncontested market space should be developed that makes competition irrelevant. Red oceans are all the industries in existence today—the known market space. In the red...
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...Cristine Asias ARTH 121A 10/20/12 An Artistic View to Cirque du Soleil’s Amaluna Visual art is a very popular art form in the world. It can be seen almost anywhere. One of the most popular forms of visual art is stage shows such as those that one would see on Broadway or at Cirque du Soleil. Cirque du Soleil shows have been recognized around the world for their beauty, intricacy, spellbinding acts, international talent, and ability to leave an audience with a great lasting impression. Cirque du Soleil’s latest production entitled “Amaluna (which premiered on April 19th, 2012)” is very unique compared to many of the Cirque shows. The show was inspired by a play by Williams Shakespeare entitled “The Tempest.” The show was directed by a world-renowned individual named Diane Paulus, who created many productions such as “The Magic Flute” and “Hair” (Paulus). Recently, I’ve conducted an interview with my friend Melanie Sinclair (an acrobat for the show) to find out what the show is all about. Also, I will be describing three of the sixteen acts in the show that I find fascinating. In order to fully understand the show, one must know the story and the concepts in Amaluna. Amaluna is a wonderful love story that starts off on an island with a girl named Miranda. According to Melanie, Miranda is about to have a coming-of-age ceremony for her entrance into womanhood. Her mother, Prospera, is the queen of the island and directs Miranda’s ceremony. Little did Miranda know, her mother was...
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...or resold without prior written consent of Cirque du Soleil (“CDS”). Cameras and tape or video recorders are forbidden. Ticket holder assumes all risk, liability and responsibility for all damages incurred in connection with the show, and waives all rights to claim damages or to institute proceedings against CDS, its affiliates, other related entities or persons acting on their behalf or in collaboration with them. CDS reserves the right to refuse access for reasonable motives and to request photo ID. The following show contains flashing lights which may cause difficulties for people with photosensitive epilepsy. This ticket is subject to the Purchase Agreement available at www.cirquedusoleil.com/purchaseagreement. No exchange or refunds. FOLD HERE - DO NOT DETACH FOLD HERE - DO NOT DETACH SUNDAY, FEBRUARY 10, 2013 Showtime: 7:30 PM Doors open at: 6:45 PM ROYAL ALBERT HALL Kensington Gore LONDON DOOR SECTION ROW SEAT 4 CIRCLE Q 3_ 20 E-TICKET 1 / 4 CIRQUE CLUB EXCLUSIVE! Membership includes access to the best seats, insider stories and much more. It’s free! Exclusively online at www.cirquedusoleil.com/club LONDON, SUNDAY, FEBRUARY 10, 2013 7:30 PM DOOR SECTION ROW SEAT TICKET PRICE BOOKING FEE: ADULT £ 60.00 £ 3.25 99000016024574355391 (VAT INCLUDED IF APPLICABLE) ORDER NUMBER: E-TICKET: 002-0577 7172 99000016024574355391 E-TICKET 1 / 4 ADULTADMIT ONE 4 CIRCLE Q 3_ 20 © 2011 Cirque du Soleil Inc. All rights reserved. © 2011 Outbox...
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...author explains the reason behind this is that most companies use “competition-based red ocean strategies which has also seen them cut cost and take market share from rivalry competitors. As oppose to focusing on the “ red ocean” Kim and Mauborgne (2004) mention company’s need to begin shifting toward the “blue ocean” if they want to succeed. This can be achieved by offering differentiated products or services; it too can be achieved through reaching out and attracting a different target market. By doing this the author states that they will be moving into an “untapped market space” from this the companies will seek new opportunities and ultimately become more profitable. Companies that have utilized this model and been successful or Cirque du Soleil, both of these company’s have been able to expand because they offer a different value proposition to their customers. By using the blue ocean strategy it meant to enable the company to put more of an emphasis on focusing on the bigger picture, then having an immediate return on investment. In relation to Mikes Bikes we are currently competing in a “red ocean”, as there is high competition since each team are selling similar products, we are also faced with the same opportunities within the market. Furthermore everyone has a mutual vision of wanting to be the team with the highest shareholder value. Also as we are given specific categories of bikes to sell it makes breaking into the suggested “ blue ocean” a lot more difficult...
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...Cirque du Soleil Case Q1. Outline briefly the environmental factors contributing to the demise of the traditional circus, and compare the offering of the traditional circus with the offering of Cirque du Soleil. Q2. Analyse Cirque du Soleil’s Blue Ocean Strategy and assess the sustainability of the proposed diversification strategy. Environmental factors contributing to the demise of the traditional circus Legal & Political * Tough laws and taxation policies. * Lack of governmental assistance and financial support. Economic * The increasing cost of moving from place to place. * Cost of animal maintenance got larger. * Hiring star performers led to rise in expenses. * The US went into recession. Environmental * Growing concern relating to the mistreatment of animals. * Scarcity of large tracts of land to accommodate circus tents in the city. Technology * Introduction of new technologies such as the TV, game consoles, iPods and laptops. Sociocultural * Two working parent families with no time to bring their kids to the circus. * An increase in movie theatres, along with the TV becoming the new medium for family entertainment. Comparison between traditional circus and Cirque du Soleil’s offering | TRADITIONAL CIRCUS | CIRQUE DU SOLEIL | PERFORMANCE | Based on acrobats, ringmasters, jugglers, clowns and animals acts. Star performers. | Emphasis on artistry. Human performers, no animals, stagecraft &...
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